“Recruitment Transformation is the process of change required to move away from inefficient, reactive recruitment towards high-value, strategic resourcing”

1. RECRUITMENT TRANSFORMATION
Sumit K Jha (MBA (Fin), LSSGB, PMP® (2012-15)

2. Flow of the Presentation
 Context
 Use cases
 Business Case
 Change Management Plan

3. Context

4. Definition
“Recruitment Transformation is the process of change
required to move away from inefficient, reactive
recruitment towards high-value, strategic resourcing”

5. Recruitment Transformation- Framework

6.  General „noise‟ around poor recruitment
 High level of attrition / unfilled roles
 Perceived high costs of recruitment
 Candidate & hiring manager complaints
 Compliance (Process, Supply, Selection)
 Vacancy numbers (Total, Live, Filled)
 Total cost of recruitment (External Spend)
 Candidate source (Agency, Internal, Direct)
 Cost per hire (role, channel, source)
 Time to hire (role, stage of process)
 Quality of hire (0-12 month attrition)
 Source of hire (% direct, active vs passive)
 Quality of experience (Candidate, manager, other?)
 Pipeline / community growth
 Quality of hire (12 mths+, performance & fit)
 Brand / EVP awareness (sentiment, differentiation)
Metrics Analyzed

7. Areas Identified for Improvement
Areas Identified Key aspects impacting Areas Identified
Cost per hire (role, channel, source) Direct Hiring through Talent Engagement
Time to hire (role, stage of process)
Requirement analysis and identification,
become part of the planning strategy
and planning process
Quality of hire (0-12 month attrition
Quality of Job Description, engage at
various platforms, improve the interview
process

8. Use Cases

9. Reduce Cost Per hire
Create Branded
Hosted mini-site
Build Talent
Community
Database of
active and
passive
candidate
Hackathons,
competitions and
user engagement
Engaging content-
Video, thought
leadership
Social Media
Engagement
Develop
algorithms for
better fitment
Pre-screen with
custom job
application forms
We will call this ‘Use Case 1’and use this in other areas of improvement

10. Decrease Time to Hire
Engage in
strategic planning
sessions and
project bid
sessions
Determine
Requirements using
sophisticated
predictive modeling
Filter candidates
with „Use Case
1‟
Use group and
flexible
interviewing
Reduce Notice
Period-
Negotiation
Strategy
Contingency
Plan
Use virtual
assistants/bots
Improve
interviewing
with training
Recruit internally
Use Staff
Referral System

11. Increase Quality of Hire
Redefine Job
Description-
Performance not
person based
Screen on
achiever terms
and culture
alignment
Performance
based interview
Identify the
training needs
early
Monitor
employee
integration with
the team
seamlessly
Understand the key traits
that made other employee in
the same role successful
within the organization
Clearly understand the
performance metrics for the
role

12. Business Case

13. Executive Summary
• Talent acquisition inefficiency- Delays in closures
or hiring misfits are some common pain points. On
an average, recruiters spend 70% of their time
doing transactional work such as interview
scheduling, administering tests, coordinating with
candidates and stakeholders, performing
background checks, releasing offer letters etc.
• Talent gap leading to performance gap- 46
percent of senior HR executives said that a talent
gap was making it harder for their organization to
implement its business strategy, and only 27
percent said they felt their business had the talent it
needed
Facts and Figures
Source: guides.wsj.com
 After careful consideration of projects to
choose for the three areas for
transformation. We will focus on three
areas:
 Reduce cost per hire
 Decrease time to hire
 Increase Quality of hire
 We will take a technology-led
transformation. Areas of focus:
 Branded hosted mini-site
 Social Media marketing and
optimization
 Predictive Analytics
 Process Reengineering

14. Critical to Quality and Critical to Process Chart
Critical to
Quality
Critical customer
requirement
Customer
issues
Voice of customer
Recruit within
budget
Reduce cost of
recruitment
Higher cost of
recruitment
Recruitment
overshooting the
budget
Recruit on time Decrease time to
hire
Problems in
project due to
delay in staffing
Losing projects
Recruit High
performing
employees
Lower attrition and
improve
performance
High attrition
and lower
quality outputs
Customer
complaints
regarding project
execution
Voice of
business
Business
issues
Critical business
requirement
Critical for
processes
Project
performance
negatively
impacted
Project
profitability
impacted
Recruitment
efficiency
Right
employees
available on
time at a right
price
Remark
1. Voice of customer and voice of business to be prioritized to those which are related to project objective
2. Use VOB or VOC or both depending on the project objectives

15. Financials
Cost
One-time cost (USD) Recurring Cost (Yearly-1) (USD)
System Cost
Branded hosted mini-site 30,000
Social Media marketing and optimization 50,000 100,000
Predictive Analytics Platform License 50,000
People Cost
Program Manager-1 45,000
Team Members-2 50,000
Events- External Hackathons, Roadshows 50,000
Events- Internal Change Management meetings and team
building
50,000
Benefits
Reduce cost per hire 1,250,000
Decrease time to hire 250,000
Increase quality of hire 250,000
Total Saving (Year 1)- Benefits-Cost
Total Savings 1,325,000
*There will be travel and other incidental costs. We assume it will be 10% of the overall cost.

16. Project Charter
Project Title- Recruitment Transformation
Business Case Opportunity Statement
Collabera executes multiple projects for its clients. Right people at the right
time and at right cost is very important for the successful execution and
profitability of the projects . There are three key aspects that help in right
hiring. They are: 1) Cost per hire, 2) time taken to hire and 3) Quality of the
hire
Pain- Client satisfaction and project
profitability
Impact of pain (or soft)- USD 10M
Goal statement Project scope
Metric Current level Goal / Target Target date • Reduce cost per hire
• Decrease time to hire
• Increase Quality of hire
Cost per hire USD X USD 0.8X 19th Sept 2018
Time to hire Y Days 0.25Y Days 19th Sept 2018
Attrition (0-12
months)
Z% of employees .75Z% of
employees
19th Sept 2018
Project plan Team Selection
Phase Start End Remarks
Initiation 19th Sept 2017 19th Oct 2017 Champion:: Business Head
Planning 20th Oct 2017 20th Nov 2017 Program Leader: Mr. Sumit K Jha
Execution 21st Nov 2017 21st April 2018 Member: Recruitment Manager
Monitoring 22nd April 2018 22nd Aug’ 2018 Member: Hiring manager
Closure 23rd Aug 2018 19th Sept 2018

17. Execution Plan

18. Stakeholders and Communication Plan
Communication Plan

19. Change Management Plan
 Give change management appropriate scheduling and timing consideration
 Advocate for addressing the challenges of non-technical issues
 Identify and analyze stakeholders from technical, project, and change perspective
Initiating
 Cover business impact assessment and change risk mitigation plan
 Keep the end in mind: Most valued staffing company in the world
 Keep both organizational adoption and value creation in mind
Planning
 Work with change management lead to manage stakeholders, align goals, and strategize
 Appropriate steps to change end behavior
 Utilize both subject matter experts and change agents
Executing
 Assess and meet the evolving needs and expectations of stakeholders.
 Adjust project plans based on stakeholder needs and concerns.
 Identify critical program success metrics and monitor to and adjust change risk management
strategies regularly
Monitoring and
Controlling
 Close out projects when adoption and value creation are captured
 Aim for “Anchoring” the change
 Capture lessons learned
Closing

20. Thank You